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The influence of individual readiness for change dimensions on quality management implementation in Algerian manufacturing organisations
Haffar, Mohamed Al-Karaghouli, W. Irani, Zahir Djebarni, R. Gbadamosi, G.
Haffar, Mohamed
Al-Karaghouli, W.
Irani, Zahir
Djebarni, R.
Gbadamosi, G.
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Publication Date
2019-01
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© 2016 Elsevier B.V. Reproduced in accordance with the publisher's self-archiving policy. This manuscript version is made available under the CC-BY-NC-ND 4.0 license http://creativecommons.org/licenses/by-nc-nd/4.0/
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openAccess
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24/08/2016
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Abstract
A comprehensive literature review reveals a lack of empirical studies investigating the influence of individual readiness of change (IRFC) as a multidimensional construct on effective quality improvement programmes (often referred as TQM) implementation. Much of the normative literature is conceptual in nature. Moreover, there is very limited research investigating the mediating role of employee affective commitment to change (IACC) between IRFCs and TQM. Therefore, this study proposes to fill this gap by providing empirical evidence leading to advancement in the understanding of direct and indirect influences of IRFC components on TQM implementation. To achieve this, a questionnaire-based survey was developed and self-administered to 226 middle managers in Algerian manufacturing organisations (AMOs) with a good rate of return of 52%. The analysis of the collected data revealed that two of the IRFC components, namely personally beneficial and change self-efficacy are the most supportive IRFC dimensions for TQM implementation. Furthermore, the results of this study show support for the mediating role of IACC in the relationship between IRFCs and TQM implementation. Therefore, this paper makes a novel contribution by providing a refined and deeper comprehension of the relationships between IRFCs and TQM implementation.
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Haffar M, Al-Karaghouli, Irani Z et al. (2019) The influence of individual readiness for change dimensions on quality management implementation in Algerian manufacturing organisations. International Journal of Production Economics. 207: 247-260.
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